strategy management

2. INDEX
• STRATEGIC MANAGEMENT
• STRATEGIC DECISION MAKING
• PROCESS OF STRATEGIC MANAGEMENT
• LEVELS OF STRATEGY OPERATES
• STRATEGY INTENT
• BUSINESS DEFINITION , GOALS AND OBJECTIVES

3. STRATEGIC MANAGEMENT
MEANING
STRATEGIC MANAGEMENT HAS BEEN VARIOUS THINKER PHILOSOPHER AND
PRACTITIONERS . STRATEGIC MANAGEMENT CAN BE DEFINE AS THE FORMAL PROCESS
FOR THE DEFINING COMPANY VISION AND MISSION ACCESS INTERNAL AND EXTERNAL
ENVIRONMENT FORMULATE STRATEGIES UNDER RESOURCES CONSTRAINTS,
IMPLEMENTS STRATEGIES AND EVALUATE STRATEGIES . STRATEGIC MANAGEMENT IS A
ART AND SCIENCE A FORMULATING, IMPLEMENTING AND EVALUATING CROSS FUNCTION
DECISION THAT ENABLE THE BUSINESS TO ACHIEVE ITS OBJECTIVES.

4. ACCORDING TO – TEECE 1990
STRATEGIC MANAGEMENT
CAN BE DEFINE AS A
FORMULATION, IMPLEMENTATION
AND EVALUATION OF
MANAGEMENT ACTION THAT IN
HENCE THE VALUE OF A BUSINESS
ENTERPRISE.

5. STRATEGIC MANAGEMENT IS BOTH ART AND SCIENCE FORMULATING,
IMPLEMENTING, EVALUATING CROSS FUNCTIONS DECISIONS THAT
FACILITATE AN ORGANIZATIONS TO ACCOMPLISH ITS OBJECTIVES THE
PURPOSE OF STRATEGIC MANAGEMENT IS TO USE AND CREATE NEW
AND DIFFERENT OPPORTUNITIES FOR FUTURE
NATURE OF STARAGIC
MANAGEMENT

6. SCOPE OF STRATEGIC MANAGEMENT
SCOPE OF STRATEGIC REFERS TO THE RANGE OF CONCERN ADDRESS BY THE
AGENCY.
SCOPE OF STRATEGIC INCOMPASSIS THE FOLLOWING
• ANALYSIS CURRENT POSITION
• CHANGES MADE
• FUTURE FORECAST

7. •1) ANALYSIS CURRENT POSITION
WHILE ANALYSIS CURRENT POSITION ARE MUST KNOW THE
FOLLOWING
A) WHERE IS COMPANY NOW ?
B) WHAT ARE CURRENT PERCEPTION AND MIS-PERCEPTION BRAND ?
C) WHICH AUDIENCE MUST BE REACH ?

8. •2) CHANGES MADE
STRATEGIC SCOPE IS RELATED TO THE ANALYSIS OF THE FOLLOWING
A) WHAT IS CHANGE ?
B) HOW ARE AUDIENCE CHANGING
C) WHAT ARE LOCAL RATIONAL, NATIONAL AND GLOBAL EVENTS PUT EFFORTS
THE ORGANIZATION ?

9. •3) FUTURE FORCAST
STRATEGIC SCOPE COVERS THE FUTURE FORCAST ANALYSIS THE PAST
AND DETERMINATION OF FUTURE TO THE FOLLOWING
A) WHERE DO COMPANY, WANT TO GO ?
B) WHAT ARE THE SHORT TERM GOAL AND LONG TERM GOALS ?
C) WHAT ARE GOAL PLANS ?
D) WHAT SHOULD THE BRAND WITH IN 5 YEARS AND 10 YEARS ?

10. IMPORTANCE OF STARAGIC
MANAGEMENT
1. IT GIVES RIGHT DIRECTION: THE COMPANY WOULD BE GROUPING IN THE DARK IN ABSENCE
OF A SPECIFIC OBRATEGY IN ATTAINING VISSION,MISSION, OBJECTIVES ,PURPOSE AND
GOALS AT WHICH THEY ARE TARGETED THAT TAKE THEN TO FINAL DESTINATION.
2 THEY HELP IN TAKING STRATEGIC POSITION: THE ORGANISATION CAN INVEST THEIR VALUABLE
RESOURCES, TRAINED THERE MANPOWER,BUILD UP PRODUCTION CAPACITY THAT
ENSURE TAKING A STRATEGIC POSITION IN THEIR ENVIRONMENT SETTINGS OBJECTIVES
AND OUTLINE A STRATEGY TO ATTAIN THESE.
3 THEY PROVIDE PERFECT MANAGERICAL BEHAVIOUR: THEY EMPLOYEE AT VARIOUS LEVEL OF
ORGANISATION THEY ARE SET IN A PERFECT GROOVE MENDING THEIR MANAGERIAL .
RESOURCES WOULD GO WASTE IN ABSENCE OF EFFECTIVE MANAGERIAL STRATEGIES.

11. 4 THEY BRING ABOUT PERFECT COORDINATION IN ALL THE STRATEGIC INITIATIVES: A SOUND STRATEGIES
PLANS BRING IN THE BENEFIT OF COORDINATING ALL STRATEGIC INITIATIVES WITHIN A COMPANY INTO A
SINGLE COHERENT PATTERN .A COMPANY WIDE MASTER STRATEGY ENSURE THAT THE DIFFERENCE OF
OPINION ARE PERFECTLY IRONED OUT AND A SINGLE CONSISTENT SINGLE COURS OF ACTION IS FOLLOWED
THROUGH ENTIRE COMPANY,WIPPING OUT OVERLAPPING ,CONFLICTING AN CONTRADICTORY BEHAVIOUR.
5 THEY PERMIT COMPARISON OF COURSE OF ACTIO PROPOSED:. WELL DOCUMENTED STRATEGIES
ALSO PERMIT CORPORATE LEVEL STRATEGIES TO COMPARE THE COURSE OF ACTION PROPOSED BY THE
DIFFERENT SUBS ( STRATEGIC BUSINESS UNITS ) AND TO ALLOCATE VALUABLE RESOURCES
TO THE MOST PROMISING INITIATIVE SUGGESTED

12. 6 THEY ACT AS MEANS OF FUTURE PROGRAMMING : ALL CLEARLY DEFINED STRATEGIES
ARE THE MEANS FOR PROGRAMMING ALL THE ORGANIZATIONAL ACTIVITIES IN
ADVANCE.
7 THEY KEEP EVERYONE ON TOES: ANY STRATEGIC POSITION TAKEN IN ANY BUSINESS
SITUATION DOES NOT ALLOW THE EMPLOYEE IN CHANGE INCHARGE TO BE LAXED
AND CARELESS. STRATEGIES ARE THE COUNTER ACTION OR PLAN TO COIN OVER
SITUATION BEING FACED . IT MAKES EVERYONE ALERT AND AGILE TO DO ONLES
DUTY OR DUTIES ASSIGNED SO THAT TEAM EFFORTS BEING SOME SHINING SUCCESS.

14. • STRATEGIC DECISION MAKING
STRATEGIC DECISION-MAKING REFERS TO WHEN A BUSINESS BASES ITS SHORTER-TERM DECISIONS ON THE LONGER-TERM VISION
FOR THE DIRECTION OF THE ORGANISATION. THIS METHOD TYPICALLY ENTAILS USING SMALL, QUANTIFIABLE GOALS THAT
CONTRIBUTE TO ITS OVERALL MISSION. MANAGERS TYPICALLY MAKE STRATEGIC DECISIONS REGARDING HIGH-LEVEL FACTORS
THAT ARE CRUCIAL TO THE SUCCESS OF AN ORGANISATION, FOR INSTANCE, BUDGET, STRUCTURE AND POTENTIAL RISK.
SUCCESSFUL STRATEGIC DECISION-MAKING IS USUALLY A COLLABORATIVE PROCESS THAT INVOLVES A LEADERSHIP TEAM AND
EVEN TEAM MEMBERS AND COMPANY EMPLOYEES, DEPENDING ON THE CONTEXT.
THIS IS AN EXAMPLE OF A STRATEGIC DECISION. THE DIRECTOR OF THE DOG FOOD COMPANY DECIDED TO ALTER THE COMPANY’S
PRODUCT LINE TO FOCUS ON HIGHER-QUALITY FOODS THAT COST MORE, CONSIDERING THE EVOLVING NEEDS OF ITS CUSTOMERS.
IF THE COMPANY’S MISSION WAS TO BE THE TOP SUPPLIER OF LOW-PRICED DOG FOOD, THEN IT WOULDN’T MAKE STRATEGIC SENSE
TO PRIORITISE FRESH INGREDIENTS. SOURCING CHEAPER INGREDIENTS WITH A LONGER SHELF LIFE WOULD ALIGN MORE WITH THE
COMPANY MISSION.

16. PROCESS OF STRATEGIC
MANAGEMENT
(1) : ESTABLISHMENT OF STRATEGIC/ STRATEGY
INTENT
(2) : FORMULATION OF STRATEGIES
(3) : IMPLEMENTATION OF STRATEGIES
(4) : EVALUATION OF STRATEGIES
(5) : STRATEGIC CONTROL

17. STRATEGIC MANAGEMENT AS PROCESS CONSISTS OF DIFFERENT PHASES
WHICH ARE SEQUENTIAL IN NATURE. ALL THE CONTRIBUTORS OF
STRATEGIC MANAGEMENT AGREE ON THIS VIEW POINT THAT THERE ARE
BASICALLY FOUR ESSENTIAL PHASES OF STRATEGIC MANAGEMENT PROCESS
WHICH ARE PRESENTED BELOW
EACH PHASE OF THE STRATEGIC MANAGEMENT PROCESS CONSISTS OF A
NUMBER OF ELEMENTS WHICH ARE SEPARATELY IDENTIFIABLE ACTIVITIES
PERFORMED IN LOGICAL AND SEQUENTIAL ORDER.

18. THE FOLLOWING ACTIVITIES ARE CONSIDERED AS PART OF STRATEGIC MANAGEMENT PROCESS. EACH
INCLUDES FOLLOWING STEPS:-
ESTABLISHMENTOF STRATEGICINTENT
♦️ CREATION AND COMMUNICATION OF VISION
♦️ DESIGNING A MISSION STATEMENT
♦️ DEFINING THE BUSINESS
♦️ SETTING OBJECTIVES

19. •# FORMULATIONOF STRATEGY
THE STEPS ARE AS FOLLOWS:
♦️ PERFORMING ENVIRONMENTAL APPRAISAL
♦️ DOING ORGANIZATION APPRAISAL
♦️ CONSIDERING CORPORATE LEVEL STRATEGY
♦️ CONSIDERING BUSINESS LEVEL STRATEGY
♦️ UNDERTAKING STRATEGIC ANALYSIS
♦️ FORMULATING STRATEGIES
♦️ PREPARING A STRATEGIC PLAN

20. •# IMPLEMENTATIONOF STRATEGIES
THE STEPS ARE AS FOLLOWS:
♦️ ACTIVATING STRATEGIES
♦️ DESIGNING SYSTEMS AND STRUCTURES
♦️ MANAGING BEHAVIORAL IMPLEMENTATION
♦️ MANAGING FUNCTIONAL IMPLEMENTATION
♦️ OPERATIONALIZING STRATEGIES

21. •# PERFORMINGSTRATEGIC EVALUATION AND CONTROL IT
INCLUDES FOLLOWING STEPS:-
♦️ PERFORMING STRATEGIC EVALUATION
♦️ EXERCISING STRATEGIC CONTROL
♦️ REFORMING STRATEGIES